Most companies dedicate significant time and energy to formulating a clear strategy. Typically, there’s a structured strategy process where the leadership team identifies goals, priorities, and direction. External experts might be brought in, market analysis is made, and workshops are held – all in the pursuit of a strategy that will guide the company to success.

This makes perfect sense. Without a clear direction, we don’t know what to focus on, invest in, or develop. Strategy becomes our answer to how we will win in the market. It’s something we can’t afford to not do well.

But, what happens next?

The strategy may be crystal clear on paper – but implementation is often shaky. Not because of a lack of ambition, but because we often lack a structured approach – or the capability – to manage change effectively. The tools needed to bring the strategy to life, to create the impact it demands, are often missing. Because in the end, it’s the people in the organization who bring the strategy to life – and who ensure the result sustains.

Realizing a strategy requires implementing changes. It’s not only about knowing what to achieve, but also how to get people, structures, and behaviours to move in the right direction together. This is where change management comes in – yet it’s still too often treated as an add-on, rather than a core process.

From what I’ve seen over 20 years – in both line roles and consulting – the ability to lead change is critical to create real movement. Where it’s missing, strategies often stay as good intentions. Or take too long to realize. I truly believe more visions would come to life if more organisations invested in this capability.

Change management doesn’t just “happen” – it requires conscious decisions, leadership commitment, and active sponsorship. The change management capability is something to invest in and now more than ever is the time to do so – because the only certainty about the future is that the pace of change won’t slow down. Quite the opposite. The ability to adapt to circumstances, lead and manage change will be key competitive advantages.

So – how do you build change management capabilities in your organisation?

1. Develop leadership

Just like managers need to understand strategy, they also need the ability to lead people through change. Change psychology, communicative leadership, tools for implementation of changes and creating engagement – this should be a core part of leadership development. Especially in executive leadership teams.

2. Create a shared toolbox

Establish a common method for how change is approached and led in your organization. Use a chosen framework and share common tools – checklists, templates, and processes that create clarity and confidence for both the leaders and the organization. A common way of working supports recognition which is efficient and maintain productivity.

3. Clarify roles and responsibilities

For change to work practically, there must be clarity: Who does what? When is a dedicated change manager needed and when is it enough with trained line managers and project leads? What role do change agents play in guiding others? While some individuals have formal change responsibilities, it´s essential to recognize that everyone in the organization has a part to play – everyone are change agents in their own roles. A shared ownership is important moving through the change curve, navigating uncertainty.

4. Build a culture that supports change

Change will happen—whether we plan for it or not. To manage it effectively, an organization needs a culture that values learning, openness, collaboration, and involvement—behaviors that make change possible. Since culture is shaped by how we act every day, even the best tools won’t lead to lasting change if those behaviors aren’t encouraged.

Strategy work is often top priority, and it must be. However, equally important is building the ability to bring that strategy to life – through people. For a healthy organisation and a wiser tomorrow. Does your organization invest in change management as much as it does in strategic planning?